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1.
Thomas proposed that what two personality dimensions can
represent the levels of concern underlying the five conflict
management styles?
The degree of aggressiveness and the degree of cooperativenes
The degree of assertiveness and the degree or competitiveness
The degree of aggressiveness and the degree of
competitiveness
The degree of assertiveness and the degree of cooperativeness
2.
A zero-sum situation is also known as what other situation
name?
negotiative
integrative
distributive

2. win-lose
3.
Which of the following is not one of the four biases that
threaten e-mail negotiations?
Sinister attribution bias
Burned bridge bias
Impasse in e-mail negotiations bias
Temporal synchrony bias
4.
A reservation price is which of the following?
what negotiators mean by their "bottom lin
the median between your opening bid and bottom line
your opening bid in a negotiatio
the other party's opening bid in a negotiation
5.
The "joining threshold" is:
the minimum number of people required for a coalition to be
successful.

3. the level in which a minimum number of people have joined a
coalition and others begin to join because they recognize that
their current friends and associates are already members.
the total number of people who can join a specific condition.
the level at which a new member must “pay” in order to join the
coalition.
6.
Babcock, Wang and Loewenstein found that:
negotiators compare themselves to others whose positions are
similar in scope and position to their own.
negotiation breakdown or impasses are negatively correlated
with perceived differences between the disputants chosen
comparison groups.
the smaller the perceived differences between comparison
groups, the greater the likelihood of a breakdown
negotiators choose comparison groups to reflect a supportive,
self-serving bias for their positions.
7.
At the top of the best practice list for every negotiator is:
Remembering the intangibles
Managing coalition
Preparation

4. Diagnosing the structure of the negotiation
8.
Which of the following is not a major source of power from one
of the five different groupings?
personal sources of power
organizational sources of power
information sources of power
contextual sources of power
9.
Negotiation is fundamentally a skill involving analysis and
_____________ that everyone can learn.
preparation
cooperation
cmmunication
Process
10.
Successful logrolling requires
that one party is allowed to obtain his/her objectives and
he/she then "pays off" the other party for accommodating
his/her interests.

5. that the parties establish more than one issue in conflict and
then agree to trade off among these issues so one party
achieves a highly preferred outcome on the first issue and the
other person achieves a highly preferred outcome on the
second issue.
no additional information about the other party than his/her
interests, and assumes that simply enlarging the resources will
solve the problem.
11
Rackham's study found that during face-to-face-bargaining,
superior negotiators:
avoided behavioral labeling.
made fewer immediate counterproposals.
asked fewer questions.
frequently used defend-attack cycles.
12.
The objective of both parties in distributive bargaining is to
obtain as much of which of the following as possible?
Target point
Bargaining mix
Bargaining range
Resistance point

6. 13.
Only one of the approaches to ethical reasoning has as its
central tenet that actions are more right if they promote more
happiness, more wrong if they produce unhappiness. Which
approach applies?
en-result ethics
social context ethics
duty ethics
reasoning ethics
14.
Which represents the best deal we can possibly hope to
achieve?
Resistance point
Alternative
Opening bid
Specific target point
15.
According to Kolb and Coolidge, during a negotiation men tend
to:
perceive negotiation as a part of the larger context within
which it takes it place.

7. engage the other in a joint exploration of ideas.
seek empowerment when there is interaction among all parties
in the relationship.
demarcate negotiating from other behaviors that occur in the
relationship.
17.
A doctor facing the moral dilemma between a mandate to save
lives and the mandate to relieve undue suffering for those
whose lives cannot be saved is an example of:
social context ethics.
duty ethics.
end-result ethics.
utilitarian ethics.
17
A constituency is:
a negotiator representing the interests of another party.
two or more parties on the same side who are working together
and collectively advocating the same positions and interests.
one or more parties whose interests, demands, or priorities are
being represented by the focal negotiator at the table.

8. any individual or group of people who are not directly involved
in or affected by a negotiation, but who have a chance to
observe and react to the ongoing events.
18.
In the Dual Concerns Model, the level of concern for the
individual's own outcomes and the level of concern for the
other's outcomes are referred to as the:
cooperativeness dimension and the competitiveness
dimension.
competitiveness dimension and the aggressiveness dimension.
cooperativeness dimension and assertiveness dimension.
assrtiveness dimension and the competitiveness dimension
Mediators have:
the power to impose a solution.
no formal power over outcomes.
the same power as arbitrators.
the authority to resolve the dispute on their own.
20.
The "culture-as-shared-value" approach:
recognizes that no human behavior is determined by a single
cause.

9. concentrates on documenting the systematic negotiation
behavior of people in different cultures.
reognizes that all cultures contain dimensions or tensions
among their different values.
concentrates on understanding the central values and norms of
a culture and then building a model for how these norms and
values influence negotiations within that culture.
21.
Which of the following lists only joint strategies for cross-
cultural negotiations?
employ agents or advisors, bring in a mediator, adapt to the
other party's approach, improvise an approach
coordinate adjustment, improvise an approach, adapt to the
other party's approach, embrace the other party's approach
bring in a mediator, coordinate adjustment, improvise an
approach, effect symphony
employ agents or advisors, adapt to the other party's approach,
embrace the other party's approach, effect symphony
22.
Brett, Barsness and Goldberg found that mediation, when
compared to arbitration:
was more time-consuming.
produced greater disputant satisfaction.

10. was more costly.
was more complicated to implement.
23.
It is important negotiators consider the shadow negotiation
carefully before meeting with the other party so they:
understand where the boundaries of the current negotiations
are and should be.
understand how they would ideally like to work with the other
party.
are clear in their own minds about the scope of the
negotiations.
determine what ground the negotiation is going to cover and
how the negotiators are going to work together.
24.
What are the three key stages and phases that characterize
multilateral negotiations?
the prenegotiation stage, managing the actual negotiations, and
managing the agreement stage
the prenegotiation stage, the networking stage, and the
managing the agreement stage
the coalition building stage, the relationship development
stage, the networking stage

11. the coalition building stage, the networking stage, and the
actual negotiation state
25.
Power distance describes:
the extent to which cultures hold values that were traditionally
perceived as masculine or feminine.
the extent to which the society is organized around individuals
or the group.
the extent to which a culture programs its members to feel
either uncomfortable or comfortable in unstructured
situations.
the extent to which the less powerful members of organizations
and institutions accept and expect that power is distributed
unequally.
26.
Which of the following techniques is the least effective in
resolving impasses and defusing volatile situations?
Active listening
Tension management
Separating the parties
Synchronized de-escalation
27.

12. Researchers have found that expressing high anger and low
compassion toward another leads the negotiators to:
a greater desire to work together in the future.
achieve more joint gains.
find and explore commonalities in experiences.
an unaffected ability to yield greater individual gains.
28.
Which of the following parameters shapes our understanding
of relationship negotiation strategy and tactics?
Parties never make concessions on substantive issues.
Negotiating within relationships takes place at a single point in
time.
Negotiating with relationships may never end.
Negotiation in relationships is only about the issue.
29.
In multiparty negotiations, research shows that parties who
approached multiple issues simultaneously:
Have less insight into the preferences and priorities of the
other parties at the table.
Increased the likelihood of achieving agreement.
Exchanged less information.

13. Achieved lower quality agreements.
30.
Negotiators should make a conscious decision about whether
they are facing a fundamentally distributive negotiation, an
integrative negotiation, or a:
group negotiation.
cooperative negotiation.
combative negotiation.
blend of both distributive and integrative negotiations.